Strategic Performance Insightshttps://www.phoenixstrategicperformance.com/blog
Discover the latest human capital and performance management insights, news and trends from Phoenix Strategic Performance.en-usTue, 30 Oct 2018 18:15:05 GMT2018-10-30T18:15:05Zen-us7 Steps to Help Transform Your Organization into a Continuous Employee Improvement Organizationhttps://www.phoenixstrategicperformance.com/blog/7-steps-to-help-transform-your-organization-into-a-continuous-employee-improvement-organization
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<a href="https://www.phoenixstrategicperformance.com/blog/7-steps-to-help-transform-your-organization-into-a-continuous-employee-improvement-organization" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/performance-review-questions.jpg" alt="performance-review-questions" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<h3><strong><em><span style="color: #990836;">Take the Job Description, Performance Review and Development Plan Challenge</span><br><br></em></strong></h3>
<p>It’s Performance Review time for many organizations. However, with the rate of change accelerating and the rate of skills / knowledge obsolescence increasing faster than ever, can you really only review performance once or twice per year?&nbsp; As managers, how can you even justify that ancient practice?&nbsp; Today, continuous performance improvement has replaced the time-honored, annual Performance Review process so employees continue to be appreciating human assets that are always aligned with corporate strategy and goals.&nbsp; It may seem like an onerous, time-consuming process, but is it really?&nbsp; When viewed through the lens of great management best practices, let’s shift the performance review paradigm to a continuous improvement paradigm where we treat our employees, our human assets, the same way we look at continuous improvement for processes.&nbsp; Why would we continuously improve processes and not continuously improve people?&nbsp;<br><br></p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/7-steps-to-help-transform-your-organization-into-a-continuous-employee-improvement-organization" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/performance-review-questions.jpg" alt="performance-review-questions" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<h3><strong><em><span style="color: #990836;">Take the Job Description, Performance Review and Development Plan Challenge</span><br><br></em></strong></h3>
<p>It’s Performance Review time for many organizations. However, with the rate of change accelerating and the rate of skills / knowledge obsolescence increasing faster than ever, can you really only review performance once or twice per year?&nbsp; As managers, how can you even justify that ancient practice?&nbsp; Today, continuous performance improvement has replaced the time-honored, annual Performance Review process so employees continue to be appreciating human assets that are always aligned with corporate strategy and goals.&nbsp; It may seem like an onerous, time-consuming process, but is it really?&nbsp; When viewed through the lens of great management best practices, let’s shift the performance review paradigm to a continuous improvement paradigm where we treat our employees, our human assets, the same way we look at continuous improvement for processes.&nbsp; Why would we continuously improve processes and not continuously improve people?&nbsp;<br><br></p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2F7-steps-to-help-transform-your-organization-into-a-continuous-employee-improvement-organization&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">performance managementhuman asset managementOrganizational AlignmentTue, 30 Oct 2018 18:00:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/7-steps-to-help-transform-your-organization-into-a-continuous-employee-improvement-organization2018-10-30T18:00:00ZIs Being Loyal to an Employee a Good Thing?https://www.phoenixstrategicperformance.com/blog/how-important-is-loyalty-to-your-employees
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<a href="https://www.phoenixstrategicperformance.com/blog/how-important-is-loyalty-to-your-employees" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/DollarPhotoClub_Loyalty_350.jpg" alt="Employee Loyalty" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><strong style="background-color: transparent;"><em><br>Both employee and manager loyalty has always been considered a good thing. So what’s changed? When does being loyal long-term, at all costs, go from a virtue to a liability?<br><br></em></strong></p>
<p>The concept of "change" has changed everything. When companies grew at normal rates, and change was incremental and predictable, manager and employee loyalty could keep pace with each other and with the direction of the organization. Now, however, when organizations are growing fast and adapting to new technology, new processes and methods, increased customer demands, and additional new employees, the predictable static environment that many employees are comfortable with, have morphed into chaotic, change-driven, unpredictable frontiers where the old rules and controls have evaporated. Increasing, the latter describes today’s work reality.<span style="background-color: transparent;">&nbsp;<br><br></span></p>
<p><span style="color: #990836;"><strong>Here are some important questions to consider when thinking about manager loyalty:</strong></span></p>
<ul>
<li>What does it mean for the employee who is attached to the old rules and controls and is having real issues adapting to the new work reality?&nbsp;</li>
</ul>
<ul>
<li>What does it mean for new employees who don’t know the old rules and controls and don’t really need to work under those constraints since that work environment has shifted?</li>
</ul>
<ul>
<li>What does it mean for the manager who must manage these two conflicting and competing employee needs?</li>
</ul><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/how-important-is-loyalty-to-your-employees" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/DollarPhotoClub_Loyalty_350.jpg" alt="Employee Loyalty" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><strong style="background-color: transparent;"><em><br>Both employee and manager loyalty has always been considered a good thing. So what’s changed? When does being loyal long-term, at all costs, go from a virtue to a liability?<br><br></em></strong></p>
<p>The concept of "change" has changed everything. When companies grew at normal rates, and change was incremental and predictable, manager and employee loyalty could keep pace with each other and with the direction of the organization. Now, however, when organizations are growing fast and adapting to new technology, new processes and methods, increased customer demands, and additional new employees, the predictable static environment that many employees are comfortable with, have morphed into chaotic, change-driven, unpredictable frontiers where the old rules and controls have evaporated. Increasing, the latter describes today’s work reality.<span style="background-color: transparent;">&nbsp;<br><br></span></p>
<p><span style="color: #990836;"><strong>Here are some important questions to consider when thinking about manager loyalty:</strong></span></p>
<ul>
<li>What does it mean for the employee who is attached to the old rules and controls and is having real issues adapting to the new work reality?&nbsp;</li>
</ul>
<ul>
<li>What does it mean for new employees who don’t know the old rules and controls and don’t really need to work under those constraints since that work environment has shifted?</li>
</ul>
<ul>
<li>What does it mean for the manager who must manage these two conflicting and competing employee needs?</li>
</ul>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fhow-important-is-loyalty-to-your-employees&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">human asset management strategyhuman asset managementhuman capitalLeadershipChange ManagementWed, 10 Oct 2018 17:30:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/how-important-is-loyalty-to-your-employees2018-10-10T17:30:00Z4 Tips for Technology Leaders to Deliver Value to the C-Suitehttps://www.phoenixstrategicperformance.com/blog/four-tips-for-technology-leaders-deliver-value-to-c-suite
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<a href="https://www.phoenixstrategicperformance.com/blog/four-tips-for-technology-leaders-deliver-value-to-c-suite" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/C-Suite%20Value.jpg" alt="C-Suite Value" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><span>Members of the C-suite are becoming more and more aware of how critical information technology is to an organization.<br><br></span><span style="background-color: transparent;">In the tech industry,&nbsp;<span>C-level leaders</span>&nbsp;have different levels of education and work experience. Over half of the tech leaders in the hardware, software development and other online businesses have a bachelor's degree, while less than 40 percent in each of these disciplines have a master’s degree and less than 12 percent have a PhD. A</span><span style="background-color: transparent;">&nbsp;</span><a href="http://jwcpartners.com/media/18832/corporate%20board%20survey%202018-compressed.pdf" style="background-color: transparent;">recent JWC partners’ survey</a><span style="background-color: transparent;">, as it relates to information technology, found that C-suite leaders are the most concerned with the following: cyber security, digital disruption, and innovative technology advances.</span></p>
<p><span style="background-color: transparent;"><br></span><span style="background-color: transparent;">Technology leaders&nbsp;are now making more appearances before the C-suite to discuss the company's IT strategy and technology direction.&nbsp;</span><span style="background-color: transparent;">For any technology leader, delivering insight and intelligence to help C-suite leaders better understand the value for their IT investment and IT team is imperative, but this is unfortunately easier said than done.&nbsp;</span><span style="background-color: transparent;">If you are looking to deliver value to the C-Suite at your organization, here are 4 tips to help you get started:</span></p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/four-tips-for-technology-leaders-deliver-value-to-c-suite" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/C-Suite%20Value.jpg" alt="C-Suite Value" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
</div>
<p><span>Members of the C-suite are becoming more and more aware of how critical information technology is to an organization.<br><br></span><span style="background-color: transparent;">In the tech industry,&nbsp;<span>C-level leaders</span>&nbsp;have different levels of education and work experience. Over half of the tech leaders in the hardware, software development and other online businesses have a bachelor's degree, while less than 40 percent in each of these disciplines have a master’s degree and less than 12 percent have a PhD. A</span><span style="background-color: transparent;">&nbsp;</span><a href="http://jwcpartners.com/media/18832/corporate%20board%20survey%202018-compressed.pdf" style="background-color: transparent;">recent JWC partners’ survey</a><span style="background-color: transparent;">, as it relates to information technology, found that C-suite leaders are the most concerned with the following: cyber security, digital disruption, and innovative technology advances.</span></p>
<p><span style="background-color: transparent;"><br></span><span style="background-color: transparent;">Technology leaders&nbsp;are now making more appearances before the C-suite to discuss the company's IT strategy and technology direction.&nbsp;</span><span style="background-color: transparent;">For any technology leader, delivering insight and intelligence to help C-suite leaders better understand the value for their IT investment and IT team is imperative, but this is unfortunately easier said than done.&nbsp;</span><span style="background-color: transparent;">If you are looking to deliver value to the C-Suite at your organization, here are 4 tips to help you get started:</span></p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Ffour-tips-for-technology-leaders-deliver-value-to-c-suite&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">Information technologyITThu, 30 Aug 2018 16:00:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/four-tips-for-technology-leaders-deliver-value-to-c-suite2018-08-30T16:00:00ZHow Job Descriptions Can 'Bullet Proof' Your Organizationhttps://www.phoenixstrategicperformance.com/blog/how-job-descriptions-can-bullet-proof-your-organization
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<a href="https://www.phoenixstrategicperformance.com/blog/how-job-descriptions-can-bullet-proof-your-organization" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Job%20Description%20Image.jpg" alt="Job Description Image" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><span style="color: #990836;"><strong><br>Take Up the Job Description Challenge<br></strong></span><span style="background-color: transparent;">Can a simple and often overlooked job description really ‘bullet proof’ your organization? If job descriptions are used strategically to align the organizational goals and results with the individual efforts of the employees, they should. In order to do this, you need to review the following Job Description Checklist to assess:<br><br></span></p>
<p style="text-align: center;"><span style="color: #2e1757;"><strong>Job Description Checklist</strong></span></p>
<ul>
<li>Are your current job descriptions really as robust and strategically focused as they need to be?</li>
<li>Do your employees and you have a clear understanding of their jobs and their accountability at a detailed level?</li>
<li>Does your organization have a robust and honest employee assessment process driven by the detailed job description? The assessment process should be completely aligned to the job description and used accordingly. &nbsp;If not, what are you assessing employees against?</li>
<li>Is your organization committed to manage and monitor the job description, assessment and employee development process to ensure all efforts are aligned, optimal and focused on strategic initiatives?</li>
</ul><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/how-job-descriptions-can-bullet-proof-your-organization" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Job%20Description%20Image.jpg" alt="Job Description Image" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
</div>
<p><span style="color: #990836;"><strong><br>Take Up the Job Description Challenge<br></strong></span><span style="background-color: transparent;">Can a simple and often overlooked job description really ‘bullet proof’ your organization? If job descriptions are used strategically to align the organizational goals and results with the individual efforts of the employees, they should. In order to do this, you need to review the following Job Description Checklist to assess:<br><br></span></p>
<p style="text-align: center;"><span style="color: #2e1757;"><strong>Job Description Checklist</strong></span></p>
<ul>
<li>Are your current job descriptions really as robust and strategically focused as they need to be?</li>
<li>Do your employees and you have a clear understanding of their jobs and their accountability at a detailed level?</li>
<li>Does your organization have a robust and honest employee assessment process driven by the detailed job description? The assessment process should be completely aligned to the job description and used accordingly. &nbsp;If not, what are you assessing employees against?</li>
<li>Is your organization committed to manage and monitor the job description, assessment and employee development process to ensure all efforts are aligned, optimal and focused on strategic initiatives?</li>
</ul>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fhow-job-descriptions-can-bullet-proof-your-organization&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">human asset managementhuman asset management strategyperformance managementThu, 02 Aug 2018 16:45:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/how-job-descriptions-can-bullet-proof-your-organization2018-08-02T16:45:00ZAre You Ready to Take the Organization Chart Challenge?https://www.phoenixstrategicperformance.com/blog/are-you-ready-to-take-the-organization-chart-challenge
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<a href="https://www.phoenixstrategicperformance.com/blog/are-you-ready-to-take-the-organization-chart-challenge" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Organization%20Chart.jpg" alt="Organization Chart" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
</div>
<p><br>Have you ever thought, heard or said the following?</p>
<ul>
<li><em>Organization charts aren’t worth the paper they’re printed on? </em></li>
<li><em>Here is the organization chart, but, let me tell you how it really works! </em></li>
<li><em>Why do we need organization charts anyway – they only reinforce bureaucracy which is counterproductive?</em></li>
<li><em style="background-color: transparent;">We can’t figure out how to put together an organization chart that makes any sense</em></li>
</ul>
<p><em style="background-color: transparent;">&nbsp;</em></p>
<p><strong><span style="color: #990836;">Why Should We Even Bother?</span><br></strong><span style="background-color: transparent;">Why do organizations spend so much time putting organization charts together and why do they rarely display how the organization really works?&nbsp; Because we desperately need to rationalize how the organization works, recognize how work gets done and define how accountability is managed.&nbsp; Without a visual depiction or starting point, we are disorganized around chaos where people are busy (but busy doing what and for whom?) and where accountability is elusive because no one really knows who is responsible.&nbsp; This, in fact, describes a state of disorganized chaos which is hardly an efficient and effective way to run a business and is frustrating for everyone involved, both managers and employees.<br><br></span><strong style="background-color: transparent;"></strong></p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/are-you-ready-to-take-the-organization-chart-challenge" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Organization%20Chart.jpg" alt="Organization Chart" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
</div>
<p><br>Have you ever thought, heard or said the following?</p>
<ul>
<li><em>Organization charts aren’t worth the paper they’re printed on? </em></li>
<li><em>Here is the organization chart, but, let me tell you how it really works! </em></li>
<li><em>Why do we need organization charts anyway – they only reinforce bureaucracy which is counterproductive?</em></li>
<li><em style="background-color: transparent;">We can’t figure out how to put together an organization chart that makes any sense</em></li>
</ul>
<p><em style="background-color: transparent;">&nbsp;</em></p>
<p><strong><span style="color: #990836;">Why Should We Even Bother?</span><br></strong><span style="background-color: transparent;">Why do organizations spend so much time putting organization charts together and why do they rarely display how the organization really works?&nbsp; Because we desperately need to rationalize how the organization works, recognize how work gets done and define how accountability is managed.&nbsp; Without a visual depiction or starting point, we are disorganized around chaos where people are busy (but busy doing what and for whom?) and where accountability is elusive because no one really knows who is responsible.&nbsp; This, in fact, describes a state of disorganized chaos which is hardly an efficient and effective way to run a business and is frustrating for everyone involved, both managers and employees.<br><br></span><strong style="background-color: transparent;"></strong></p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fare-you-ready-to-take-the-organization-chart-challenge&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">Organizational AlignmentOrganizational EffectivenessLeadershipSat, 09 Jun 2018 17:00:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/are-you-ready-to-take-the-organization-chart-challenge2018-06-09T17:00:00ZWhy Ignoring the ‘Busyness Challenge’ Could Ruin Your Vacationhttps://www.phoenixstrategicperformance.com/blog/why-ignoring-the-busyness-challenge-could-ruin-your-vacation
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<a href="https://www.phoenixstrategicperformance.com/blog/why-ignoring-the-busyness-challenge-could-ruin-your-vacation" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/509488176.jpg" alt="Beach" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
</div>
<p><span style="background-color: transparent;">As managers, facing the vacation season always proves challenging. When the first person approaches you with the request to take off a day or two for a long weekend, or another employee is planning a one or two-week family vacation, the stress of ‘</span><em style="background-color: transparent;">how is the work going to get done’</em><span style="background-color: transparent;"> begins.&nbsp;<br><br></span></p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/why-ignoring-the-busyness-challenge-could-ruin-your-vacation" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/509488176.jpg" alt="Beach" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
</div>
<p><span style="background-color: transparent;">As managers, facing the vacation season always proves challenging. When the first person approaches you with the request to take off a day or two for a long weekend, or another employee is planning a one or two-week family vacation, the stress of ‘</span><em style="background-color: transparent;">how is the work going to get done’</em><span style="background-color: transparent;"> begins.&nbsp;<br><br></span></p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fwhy-ignoring-the-busyness-challenge-could-ruin-your-vacation&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">performance managementhuman asset managementSat, 12 May 2018 17:00:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/why-ignoring-the-busyness-challenge-could-ruin-your-vacation2018-05-12T17:00:00ZHuman Asset Management Strategy: A New Approachhttps://www.phoenixstrategicperformance.com/blog/human-asset-management-strategy-new-approach
<div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/human-asset-management-strategy-new-approach" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/HAMS%20Image.png" alt="HAMS Image.png" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
</div>
<p><strong><span style="background-color: transparent; color: #990836;"><br>A critical question for today’s leadership: Are your employees appreciating in value, maintaining their value, or declining in value?<br><br></span></strong><span style="background-color: transparent;">Businesses consistently refer to employees as “their most valuable assets”. However, when we look at the way organizations view employees, many fail to deliver on that mantra. Employee management continues to be based on models developed in the late 20th century. Along with outdated employee management models, we see Human Resources struggle to transition from an organizational operations, support and compliance role to a true strategic partner role.<br><br></span><span style="background-color: transparent;">In that role, Human Resources must drive Human Asset Management Strategy (HAMS) to encourage leaders to shift their approach to the key element of success - employees.</span></p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/human-asset-management-strategy-new-approach" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/HAMS%20Image.png" alt="HAMS Image.png" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><strong><span style="background-color: transparent; color: #990836;"><br>A critical question for today’s leadership: Are your employees appreciating in value, maintaining their value, or declining in value?<br><br></span></strong><span style="background-color: transparent;">Businesses consistently refer to employees as “their most valuable assets”. However, when we look at the way organizations view employees, many fail to deliver on that mantra. Employee management continues to be based on models developed in the late 20th century. Along with outdated employee management models, we see Human Resources struggle to transition from an organizational operations, support and compliance role to a true strategic partner role.<br><br></span><span style="background-color: transparent;">In that role, Human Resources must drive Human Asset Management Strategy (HAMS) to encourage leaders to shift their approach to the key element of success - employees.</span></p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fhuman-asset-management-strategy-new-approach&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">human asset managementhuman capitalhuman asset management strategySat, 27 Jan 2018 17:00:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/human-asset-management-strategy-new-approach2018-01-27T17:00:00ZThe Capacity Management Approach to Human Asset Management Strategyhttps://www.phoenixstrategicperformance.com/blog/capacity-management-approach-human-asset-management-strategy
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<a href="https://www.phoenixstrategicperformance.com/blog/capacity-management-approach-human-asset-management-strategy" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Human%20Asset%20Management.jpeg" alt="The Capacity Management Approach to Human Asset Management Strategy" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><strong style="color: #990836; background-color: transparent; font-size: 14px;"><br>Are We Appreciating All Our Assets?</strong></p>
<p>Any organization today will say that their employees are the most valuable asset to the organization. As new process applications, automation, and artificial intelligence continue to make their presence felt in the workplace, it is still employees who keep things running, provide the critical customer interface, and discover the opportunities to leverage technology. When we step back and look at organizations, we tend to find that leadership does not put the same emphasis on their human assets as they would on a physical asset they are acquiring or optimizing. I'm not implying we should treat people like equipment, however, as our most valuable asset, we need to put the same effort into ensuring employees can be most productive while providing an environment where they increase in value to both themselves and the organization. Our employees, our human assets, have one key advantage that physical assets do not - <strong><em>they can <u>increase</u> in value over time.<br><br></em></strong></p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/capacity-management-approach-human-asset-management-strategy" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Human%20Asset%20Management.jpeg" alt="The Capacity Management Approach to Human Asset Management Strategy" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><strong style="color: #990836; background-color: transparent; font-size: 14px;"><br>Are We Appreciating All Our Assets?</strong></p>
<p>Any organization today will say that their employees are the most valuable asset to the organization. As new process applications, automation, and artificial intelligence continue to make their presence felt in the workplace, it is still employees who keep things running, provide the critical customer interface, and discover the opportunities to leverage technology. When we step back and look at organizations, we tend to find that leadership does not put the same emphasis on their human assets as they would on a physical asset they are acquiring or optimizing. I'm not implying we should treat people like equipment, however, as our most valuable asset, we need to put the same effort into ensuring employees can be most productive while providing an environment where they increase in value to both themselves and the organization. Our employees, our human assets, have one key advantage that physical assets do not - <strong><em>they can <u>increase</u> in value over time.<br><br></em></strong></p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fcapacity-management-approach-human-asset-management-strategy&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">human asset managementhuman asset management strategyFri, 08 Dec 2017 19:44:06 GMThttps://www.phoenixstrategicperformance.com/blog/capacity-management-approach-human-asset-management-strategy2017-12-08T19:44:06ZPhoenix Strategic PerformanceJob Descriptions: The Anchor of Human Asset Management Strategyhttps://www.phoenixstrategicperformance.com/blog/job-descriptions-anchor-of-human-asset-management-strategy
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<a href="https://www.phoenixstrategicperformance.com/blog/job-descriptions-anchor-of-human-asset-management-strategy" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Job%20Description.png" alt="Job Descriptions: The Anchor of Human Asset Management Strategy" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><br><span style="background-color: transparent;">Job descriptions are the unsung hero driving the Performance Management process. If the performance management process is fundamental to HAMS, then job descriptions are the mighty little, obscure engine driving the whole process.</span></p>
<p>How important are job descriptions in Human Asset Management Strategy (HAMS) and how can those often forgotten job descriptions be so important? Because if they are only used as HR tools for job branding and compensation, then they are misnamed. If that’s the case, they should be called job categories. Here’s what they should really be doing.<br><br><span style="color: #2c343a;"><strong>Where in the organization are job descriptions parked?</strong></span></p>
<p>What is the real, dynamic driving force behind our friend, the job description? To analyze this, we start with where job descriptions are parked. Job descriptions can live in HR, but that should only be their part-time home. Job descriptions should live full time and be relevant to every functional group in any organization, without exception! Job descriptions are the foundation to determine what a job does, how an organization works, how it grows, if it can grow / compete, and / or if it will stagnate. Most importantly, job descriptions must not only live in the operating functions, they need to be relevant and referenced continuously. As a consultant, I have frequently heard these answers to the question, “Can I see your job descriptions?”:</p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/job-descriptions-anchor-of-human-asset-management-strategy" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Job%20Description.png" alt="Job Descriptions: The Anchor of Human Asset Management Strategy" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><br><span style="background-color: transparent;">Job descriptions are the unsung hero driving the Performance Management process. If the performance management process is fundamental to HAMS, then job descriptions are the mighty little, obscure engine driving the whole process.</span></p>
<p>How important are job descriptions in Human Asset Management Strategy (HAMS) and how can those often forgotten job descriptions be so important? Because if they are only used as HR tools for job branding and compensation, then they are misnamed. If that’s the case, they should be called job categories. Here’s what they should really be doing.<br><br><span style="color: #2c343a;"><strong>Where in the organization are job descriptions parked?</strong></span></p>
<p>What is the real, dynamic driving force behind our friend, the job description? To analyze this, we start with where job descriptions are parked. Job descriptions can live in HR, but that should only be their part-time home. Job descriptions should live full time and be relevant to every functional group in any organization, without exception! Job descriptions are the foundation to determine what a job does, how an organization works, how it grows, if it can grow / compete, and / or if it will stagnate. Most importantly, job descriptions must not only live in the operating functions, they need to be relevant and referenced continuously. As a consultant, I have frequently heard these answers to the question, “Can I see your job descriptions?”:</p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fjob-descriptions-anchor-of-human-asset-management-strategy&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">human asset managementhuman asset management strategyperformance managementSat, 18 Nov 2017 16:30:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/job-descriptions-anchor-of-human-asset-management-strategy2017-11-18T16:30:00ZOne Underperforming Employee and So Many Impacts: A Performance Management Lessonhttps://www.phoenixstrategicperformance.com/blog/one-underperforming-employee-so-many-impacts-performance-management-lesson
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<a href="https://www.phoenixstrategicperformance.com/blog/one-underperforming-employee-so-many-impacts-performance-management-lesson" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Underperforming%20Employee.jpg" alt="Underperforming Employee.jpg" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><strong><em><span style="color: #990836;"><br></span></em><span style="color: #990836;">The Statement:</span><em><span style="color: #990836;"> “That’s Just Bob Being Bob."<br><br></span></em></strong><span style="background-color: transparent;">Have you ever heard this statement before, or worse yet, have you ever said those words yourself? I know I have certainly heard those words in every scenario from work to athletics to family, and my emotional response to those words have ranged from frustration, consternation, disgust to despair.&nbsp;<br><br></span><span style="background-color: transparent;">What does this have to do with Performance Review? Since many of you are in performance review season, consider if you have an employee that you can associate with this statement, “<em>That’s just Bob being Bob</em>”. The situation that causes this statement doesn’t live in organizational isolation. Let’s take a serious look at the negative organizational impacts in the workplace of this statement and the underlying situation.<br><br></span><span style="background-color: transparent;">Here’s a recent and very real situation I witnessed in a store that provides a customer-related service.&nbsp; I’m sure we have all experienced a situation like this in the workplace. As you read through this situation, think about all possible resulting organizational impacts. As a manager, if you have one of these employees / situations, the performance review process is the perfect time to identify this person and set up a development plan to correct the situation, one way or another!</span></p><div class="hs-featured-image-wrapper">
<a href="https://www.phoenixstrategicperformance.com/blog/one-underperforming-employee-so-many-impacts-performance-management-lesson" title="" class="hs-featured-image-link"> <img src="https://www.phoenixstrategicperformance.com/hubfs/Underperforming%20Employee.jpg" alt="Underperforming Employee.jpg" class="hs-featured-image" style="width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;"> </a>
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<p><strong><em><span style="color: #990836;"><br></span></em><span style="color: #990836;">The Statement:</span><em><span style="color: #990836;"> “That’s Just Bob Being Bob."<br><br></span></em></strong><span style="background-color: transparent;">Have you ever heard this statement before, or worse yet, have you ever said those words yourself? I know I have certainly heard those words in every scenario from work to athletics to family, and my emotional response to those words have ranged from frustration, consternation, disgust to despair.&nbsp;<br><br></span><span style="background-color: transparent;">What does this have to do with Performance Review? Since many of you are in performance review season, consider if you have an employee that you can associate with this statement, “<em>That’s just Bob being Bob</em>”. The situation that causes this statement doesn’t live in organizational isolation. Let’s take a serious look at the negative organizational impacts in the workplace of this statement and the underlying situation.<br><br></span><span style="background-color: transparent;">Here’s a recent and very real situation I witnessed in a store that provides a customer-related service.&nbsp; I’m sure we have all experienced a situation like this in the workplace. As you read through this situation, think about all possible resulting organizational impacts. As a manager, if you have one of these employees / situations, the performance review process is the perfect time to identify this person and set up a development plan to correct the situation, one way or another!</span></p>
<img src="https://track.hubspot.com/__ptq.gif?a=380864&amp;k=14&amp;r=https%3A%2F%2Fwww.phoenixstrategicperformance.com%2Fblog%2Fone-underperforming-employee-so-many-impacts-performance-management-lesson&amp;bu=https%253A%252F%252Fwww.phoenixstrategicperformance.com%252Fblog&amp;bvt=rss" alt="" width="1" height="1" style="min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; ">human asset managementhuman asset management strategyperformance managementSat, 21 Oct 2017 17:00:00 GMTjflynn@phoenixstrategicperformance.com (Joanne Flynn)https://www.phoenixstrategicperformance.com/blog/one-underperforming-employee-so-many-impacts-performance-management-lesson2017-10-21T17:00:00Z